Thinking Beyond Traditional BPM
From a webinar that I presented for OpenText in March 2013.
Thinking Beyond Traditional BPM Managing The Customer Lifecycle In An Information-Rich EnvironmentSandy Kemsley l www.column2.com l @skemsley Agenda l Why enterprise process management isn’t enough l Defining Smart Process Applications l Benefits l Challenges Copyright Kemsley Design Ltd., 2013 2 History of Enterprise Process l Enterprise applications l Hard-coded structured processes l Silos of structured information l Business process management suites (BPMS) l Configurable structured processes l Loosely integrated unstructured information l Tightly integrated structured information l Rules, events, integration and analytics Copyright Kemsley Design Ltd., 2013 3 Indicators That A TraditionalProcess Application Is A Poor Fit l Multiple systems required to do work l System workarounds, especially collaboration l Inelegant add-ons and integrations l Over-engineered for application l Functionality too “heavy” and inflexible l May require larger process transformation effort l Too generic l Inadequate application templates l No best practices Copyright Kemsley Design Ltd., 2013 4 Smart Process Applications (SPA) l Manages the customer lifecycle l Content-rich case paradigm, tightly integrated with structured/unstructured info l Collaborative and structured processes l Encapsulates business rules/best practices l Supports knowledge workers and customer/employee self-service Copyright Kemsley Design Ltd., 2013 5 SPA Examples – Horizontal l Employee lifecycle l Recruitment and onboarding l Performance management l Contract management l Creation l Maintenance, renewal and termination l Customer lifecycle l Sales l Support Copyright Kemsley Design Ltd., 2013 6 SPA Examples – Vertical l Middle office investment fund management l Risk management l NAV and profit/loss analytics l Disability claims management l Long-term/recurring case management Copyright Kemsley Design Ltd., 2013 7 SPA For The Knowledge Worker l Characteristics: l Goal-oriented work with case owner l Skills-based routing/filtering l Functions: l Review related content and best practices l Add tasks/subprocesses manually or via events l Create/distribute content l Collaborate on demand l Reconfigure user experience Copyright Kemsley Design Ltd., 2013 8 SPA For Customer/EmployeeSelf-Service l May receive email/documents throughout lifecycle l Portal view of assigned tasks l Actions trigger other tasks/processes l Actions and accomplishments captured as customer information context Copyright Kemsley Design Ltd., 2013 9 The Role of Modern BPMS l Functional bridge from enterprise process to SPA l Core of SPA development platform l In-house enterprise development l BPM vendor templates and applications l Refactored into packaged applications l Provides underlying functionality: process, events, rules, integration, analytics Copyright Kemsley Design Ltd., 2013 10 SPA Benefits l Knowledge work efficiency/quality: l Information context for performing tasks l In-system collaboration for decision support l Rules and structured processes as guardrails l Cross-channel information consistency l Integrated functionality: l Single application for work management l Consolidated audit trail l SLAs and escalations at case and process level Copyright Kemsley Design Ltd., 2013 11 SPA Challenges l Will SPA become the new legacy applications? l Are SPA just sales tool templates? l How will the boundaries of process and information within an SPA be expanded? Copyright Kemsley Design Ltd., 2013 12 Summary l Evolution of enterprise process: l Enterprise Applications l Business Process Management Suites l Smart Process Applications l Process alone is not enough: l Customer communication and collaboration l Information context l Industry knowledge and best practices Copyright Kemsley Design Ltd., 2013 13 Slides at www.slideshare.net/skemsley Sandy Kemsley Kemsley Design Ltd.email: firstname.lastname@example.org: www.column2.comtwitter: @skemsley Copyright Kemsley Design Ltd., 2013 14